An industrial group with 2,000 employees was recruiting a transformation manager. A number of challenges lay ahead, and the team needed extra expertise. The manager was quickly overwhelmed when it came to actually managing the team. The HR department wanted to find a solution to this and set up a management training session complete with external support.
The solution
Individual Flow, feedback with the manager, with the latter presenting the results to the HR department along with the expert consultant.
The results
The manager had all the right specialist qualities as an expert, but wasn't a leader. The manager welcomed this observation, seeing it as a source of relief. A weight had been lifted, and his expertise had been recognised and acknowledged. The training session was cancelled, and the manager was shifted over to a group expert role instead.
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Team clashes
Luxury group
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The context
A director was recruited to the head of a flagship store in a European capital. After two months, he realised that "something wasn't right". He decided to open up a discussion to see what was going wrong and give the team a new lease of life.
The solution
One-on-one Flow assessment complete with feedback, team Flow assessment, full-day seminar planned out with the manager.
The results
The assessment and interviews revealed that a team member was keeping interesting work for himself, while leaving the rest of the team to take care of the other tasks. Things were going unsaid, ushering in uneasiness and dissatisfaction. The seminar was an opportunity for the group to express their difficulties and the individual in question to take stock. It also paved the way for individual talents to be recognised, and tasks to be delegated more in line with said individual talents.
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Ineffective yearly appraisals
An industrial group (fittings manufacturer)
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The context
Within this group of 1,500 employees, yearly appraisals were seen as a purely administrative process, a box-ticking exercise that managers didn't lean on as a management tool. The HR department wanted these yearly appraisals to be put to use.
The solution
Training managers and HR staff in using Flow assessments and incorporating Flow into the yearly appraisal process. Empowering employees to set their own objectives and express their needs based on the realisations to come out of the Flow assessment.
The results
The managers and employees reconnected with the purpose of the yearly appraisals. Detachment was replaced with genuine motivation, with employees feeling seen and recognised. The managers came away with a better overarching vision of how their teams work, and triggered the right motivational drivers. Internal changes and developments were made easier.
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Back-to-work support for two employees suffering from burnout
A French industrial group, 80,000 employees
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The context
Two employees wanted support in returning to the workplace following burnout, in order to prevent a relapse and pinpoint opportunities for external or internal mobility to better suit their preferences and talents.
The solution
Post-burnout support and guidance.
The results
The employees found new routes through which they felt fulfilled, and were able to put forward plans that combined benefits for the company and their personal interests: one made an external move, while the other created their own new role. Ultimately, both benefited from the new opportunity.
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Rocketing cases of burnout
An insurance group, 1,200 employees
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The context
The HR department had noticed that burnout cases had doubled over 12 months. This state of affairs had significant social impact, and came at significant direct cost, too. The HR department needed to come up with solutions to this.
The solution
A Flow assessment rolled out across the organisation. Six people at risk of burnout and three dysfunctional teams were identified. The consultant contacted six people at high risk of burnout directly, and provided each of the six with personal feedback along with three interviews each to help them absorb the facts and come up with solutions. The three dysfunctional teams each took part in a day-long seminar prepared with the manager to re-establish their roles and responsibilities based on the results of the Flow assessments.
The results
Four of the six people at risk of burnout were shifted over to different roles in line with their talents and motivation, and two left the group. Six people from the three dysfunctional teams made changes to their responsibilities, which fed back into their teams' well-being and performance.
